For businesses battling the COVID-19 crisis, it may be hard to envision what the world is going to look like in the future. What is clear is that uncertainty will remain constant. These insights from five CEOs on how they manage in uncertain times — which were published before the pandemic — are a reminder that resilience and agility are important drivers of success, whatever the economic and business environment. For more insight, see .

Taxes are often viewed as simply a compliance issue. But what if organizations thought of taxes as a way to benefit their businesses now, and help them plan for a better future? Here, a collection of articles delves into different corners of the tax world to explain how it’s done.

Dan Cable, professor of organizational behavior at the London Business School, argues that although managers need an element of control to get results, change efforts should happen with less work and more play. For more insights, visit the .

Workers today want careers that fit their values, are enjoyable, and contribute to society. Here’s what business leaders can do to deliver on this idea of “good work.” For further insights, read “Good Work.”

Despite all the information available about artificial intelligence — and the efforts business leaders are making to come to terms with this technology — there are still some takeaways you should consider this year. Gain additional insights with .

Inside every company, people work across functions to meet their own goals and their firm’s priorities. But relationships that start out well often become adversarial over time. For more insight, read “Turning ‘Accidental Adversaries’ into Allies.”

By carefully selecting the change-driving behaviors that are right for your organization, and the mechanisms to spread them, you can drive cultural evolution. For further insights, read “Make Your Company’s Culture Go Viral.”

Digital technologies are changing the game even in places where you might not expect it, including how pizzas get delivered and how household appliances function. For further insights, read “Software-as-a-Catalyst.”

At its worst, culture can be a drag on productivity. At its best, it is an emotional energizer. Here's how companies can use it to gain a competitive advantage. For further insights, read “10 Principles of Organizational Culture.”

As s+b marks 20 years of publication, we look back (and forward) to reflect on the themes, people, and ideas that have animated two decades of original thinking. This photo gallery is part of the series of blog posts “Celebrating Two Decades of s+b.”

Brett Gilbert, associate professor at Rutgers Business School, discusses how clusters, or groups of companies that congregate in a region around a particular field, are evolving. For more related insights, read “How Tech Clusters Form.”

Companies are using advanced data analytics to focus on a range of new business problems, and have found there are several keys to success in using big data. For more related insights, read “Overcoming Big Data’s Challenges.”

INSEAD professor Erin Meyer discusses how companies can boost the efficiency of their multinational teams by focusing on how they communicate across cultures. For more insights, read the related article.

MIT professor Thomas Malone predicts that new technologies will enable more decentralized decision making and ultimately more freedom in business. For more related insights, read “Thomas Malone on Building Smarter Teams.”

In the fourth video interview of this five-part series, Eric Ries, author of The Lean Startup, describes his system of innovation accounting—and how it can convert learning into dollars. For more related insights, read “Why Eric Ries Likes Management."

In the third video interview of this five-part series, Eric Ries, author of The Lean Startup, discusses why it's important to attach metrics to the process of learning, using an idea he calls "validated learning."

In the first video interview of this five-part series, Eric Ries, author of The Lean Startup, tells Paul Michelman, executive editor at strategy+business, that entrepreneurs exist everywhere—and discusses what that means for innovation at big companies.

Former Strategy& senior partner Ken Favaro explains to former s+b executive editor Paul Michelman that when leaders substitute visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift.

In the third part of our In Conversation video series, Kellogg's Loran Nordgren argues that while conscious thought helps you identify available options, unconscious thought helps you figure out which choice is best.

In the first part of this four-part video series, Loran Nordgren, an associate professor at Northwestern University Kellogg School of Management, tells Amy D'Onofrio, enterprise practice coordinator at Booz & Company, that taking a break and distracting the mind can lead to higher-quality decision making.

Harvard Business School professor Cynthia Montgomery speaks with Booz & Company partner Ken Favaro about why strategy needs to be reimagined, and how a leader can help define what a business is and why it matters.

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